Q1. What are the main reasons why supervisors fail to discipline? To what extent is senior management responsible for supervisors’ failure to discipline? To what extent are supervisors responsible for their own lack of action in appropriate disciplining? Supervisors are human, and wish to be liked. Disciplining a fellow employee can be profoundly disturbing...
Q1. What are the main reasons why supervisors fail to discipline? To what extent is senior management responsible for supervisors’ failure to discipline? To what extent are supervisors responsible for their own lack of action in appropriate disciplining? Supervisors are human, and wish to be liked. Disciplining a fellow employee can be profoundly disturbing on a personal level.
Also, sometimes there is a fear that senior management will not support the supervisor in his or her decision, even if the supervisor is merely fulfilling his or her obligation to the company. If there is pushback, the supervisor may fear he or she will take the fall. Supervisors may be especially reluctant if the employee is popular, or from a group which could give the appearance that the supervisor is engaged in discrimination.
The fault lies with the supervisor, if the supervisor is avoiding disciplining to protect his or her reputation, but management must share blame if they have failed in the past to back up legitimate supervisor objections. Q2. Describe the steps in the progressive discipline procedures. First, according to McCrie (2015) an actual infraction must have occurred.
Secondly, the supervisor should conduct a thorough investigation into the infraction, to determine why it occurred and if it was the employee’s fault (versus the employee being instructed to do so by another supervisor or a miscommunication). If it is a first mistake, the employee should be given a verbal warning and instructions to prevent it from occurring again, unless of a very severe and malicious nature. If the problem continues to occur, the discipline then becomes progressive, then taking the form of a written warning.
If that proves to be ineffective, then the employee will be given a short suspension. If the suspension fails to curb the behavior, then a longer suspension may be needed. Q3. What role does insurance play against potential wrongful termination actions? How might an insurer seek to defend itself against such a suit? If the worker brings forth a legal suit against the company for a case of wrongful termination, in most instances the company’s general liability policy will enable it to fund its defense (McCrie, 2016).
Broadly written insurance policies generally make the company responsible for defense costs, pretrial expenses, and any judgement made against the defendant (McCrie, 2016). However, insurance companies may attempt to extricate themselves from the obligation of payment through a number of means.
If the wrongful termination is deemed to be accidental, the policyholder must pay; however, if the termination was deemed to be the result of “subjective intent to harm or injure” the employee, the insurer would not be liable and the company would have to bear the costs incurred from the legal suit and any subsequent costs that resulted from the employee’s litigation (McCrie, 2016, p.238). Q4.
Why are EAP services vital in the workplace? What is the role for security practitioners in supporting the work of EAP? All employers are required to have employee assistance programs (EAPs) for the safety of workers and also the financial safety of the organization, to ensure that employees can receive.
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